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Dr. Brynjulf Tellefsen, NSM-BI Dr. Terence Love, ECU

Dr. Brynjulf Tellefsen, NSM-BI Dr. Terence Love, ECU. Understanding Designing and Design Management through Constituent Market Orientation and Constituent Orientation Common Ground International Conference, Design Research Society Brunel University, London, UK, 5-8 September, 2002.

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Dr. Brynjulf Tellefsen, NSM-BI Dr. Terence Love, ECU

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  1. Dr. Brynjulf Tellefsen, NSM-BIDr. Terence Love, ECU Understanding Designing and Design Management through Constituent Market Orientation and Constituent Orientation Common Ground International Conference, Design Research Society Brunel University, London, UK, 5-8 September, 2002

  2. Why important? • Design is essential to innovation, social and economic development • Successful, efficient & effective design teams offer competitive advantage • Optimising design teams is difficult due to partial theories and lack of unifying frameworks across disciplines and institutions

  3. The approach offers two benefits • Improved management of expertise and resources in design to gain competitive advantage • Improvements to designing at individual and team levels to better support the vision, mission and strategic outcomes of planned organisational processes

  4. What we integrate • Organisation issues of design teams in commercial contexts (constituents market orientation theories) • Individuals’ behaviour and internal functioning (physiologically based theories of design cognition) • into individual activities, construction of knowledge, and commercial organisation dynamics.

  5. CMO terminology • Constituent: • A group in the local environment affecting the organization and its members • Market: • A win-win means of exchanging valuables • Orientation: • The choice of focus, sub-culture of a group

  6. CMO assumptions • Life exists in an environmental context • The salient part of the environment (the constituencies) determine the nature and viability of enterprises and business ideas • Market-oriented leaders focus on constituencies to develop competitiveness

  7. Designers’ constituencies The public & Media The politicians Branch organizations The government Owners & the The bureacracy Lenders & equity market the bond market General assembly Supply-side Board of Directors Demand-side Market The CEO Market Top Executives Competitors Middle management Competitors Suppliers Employees Customers and DESIGN TEAM their customers Labour market Local union officers Facilitators and Educational institutions Technology & Know-how Agents

  8. CMO as learning theory • CMO describes environment-driven organisational learning (OL) and innovation • Individual learning depends on the configuration of the individual’s group memberships • OL produce groups with distinct subcultures (values, language, cognitions, habits etc.) • Role accumulation and rotation aid development and governmentability across institutions & groups via integrating cultures and multilingual individuals

  9. The CMO success formula • The focus: market behaviour optimisation: win-win • The means • managed interactions with constituencies • organisational architecture and systems allowing quick and correct responses to signals from across their network of constituencies • horizontal networks of teams with rotating constituency membership, not hierarchies of individuals • promoting an organisational learning culture

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